Organisational change and employee mental health: a conceptual framework integrating conservation of resources theory and the job demands-resources model

Organisational change has intensified in recent years in response to shifting workplace expectations, rapid technological developments, the effects of COVID-19, and evolving work patterns. While such transformation is often necessary for organisational sustainability, it can increase uncertainty, alter job demands, and place emotional pressure on employees. Drawing on Conservation of Resources theory, this article suggests that employees may view change as a threat to valued personal and work resources, heightening stress responses. The Job Demands-Resources model further illustrates how increased demands such as digital overload and rising performance pressures can affect wellbeing unless balanced with appropriate resources, including autonomy, clarity, and supportive work relationships. A range of organisational factors can shape how employees experience these changes. Leadership behaviours, communication practises, opportunities for involvement, and levels of engagement all influence how employees interpret and respond to shifting demands. These factors interact with job demands and resources by shaping perceptions of fairness, predictability, psychological safety, and support during periods of transition. Rather than functioning independently, these elements combine to influence employee wellbeing and adjustment. The article presents a framework in which the impact of organisational change on wellbeing is understood through the interplay between demands, available resources, and the broader relational and communicative environment. It highlights the enduring effects of recent disruptions, which have increased the need to understand how employees adapt to continuous change. The paper concludes by identifying future research directions aimed at improving organisational practises that support employee wellbeing throughout ongoing transformation.